Four skills you should know about debriefing

Debriefing is not only a report on the work situation, but also a reflection on the occupation and life. The job report is not only a stepping stone to pass the assessment, but also a good opportunity to show a person's talents and talents. Only by grasping such life opportunities can you make progress faster than others. It is actually not difficult to solve the misunderstanding of the debriefing report. By grasping the key points and spending some thought, the debriefing report can be made extraordinary.

1. Highlight the key points and grasp the overall scale

Everyone's situation may be different, but one thing is common, that is, the value of an individual is often reflected in his contribution to the collective. The above-mentioned job report should show his unique contribution to the collective, so that people can distinguish themselves in specific work. the role played. At the same time, it is also necessary to pay attention to seeking truth from facts, not exaggerating or reducing, and be accurate, appropriate and measured.

2. Realistically, grasp the scale of showing strength and showing weakness

Achievements are the focus of the audience's attention. You don't have to pretend to be humble when you have achievements. You can show them generously and confidently, so that everyone will know that you have done a good job and have made great contributions to achieving your goals. You can even subtly maximize the credit through some contrasting techniques. However, when making comparisons, be careful not to belittle others for the effect of the comparison. Any kind of remarks that belittle others and raise yourself up will arouse the disgust of the audience.

3. Highlight features and grasp the proportion of role positioning

The work situation is similar, and it is easy to show the same performance. To make yourself stand out, you should also highlight your own characteristics and show your unique temperament and style. To highlight your own characteristics, you must first grasp your own role positioning, so as to show different work priorities, methods and personalities. If the debriefer is a deputy in a unit or department, he should focus on "positioning the right position, fulfilling the responsibilities of assistance and in charge" to describe how to play a supporting role and assistant in the team, and be a good protagonist and supervisor in a specific field. Work productively, etc.

4. The content is comprehensive and the measure of choice is well grasped

Before debriefing, you must first figure out what the superior leaders care about and what the subordinates want to hear, so as to be specific. Some leaders do not understand this point, and one-sidedly believe that the more achievements the better, the result is a list of a lot of achievements, but there is no reflection on the job responsibilities, the elaboration of the work ideas, the development of the decision-making process and the answers to difficult questions. The whole debriefing process is just a unilateral self-confession, lacking psychological communication with the reviewers, giving the impression of lack of soul. This is a common problem for leaders when debriefing, and it is a debriefing that simply applies the work summary model.